In the new economic conditions, accelerating economic globalization, knowledge economy and network economy has become a distinct feature of the age, dynamics and complexity of the business environment to further strengthen the business environment change has great influence on the behavior of enterprises. Many scholars have pointed out that enterprises survive in the new condition is an important principle of organization network, partnership and cooperation between business (Drucker, 1999; Zhou Xiaohu, 2006), theorists pay more attention to the relationship network theory to study the problem of enterprise strategic management. In order to adapt to the environment change, enterprise practitioners to seek various ways: one is to focus on greatly reduce operating costs, improve the internal efficiency of the target; two is to change the concept of competition to adapt to environmental changes. After 1980s, more and more enterprises realized that their own resources and ability to adapt to rapid changes. The concept of perfect competition has gradually been replaced by the concept of coordination and competition, the enterprise more emphasis on mutual trust, mutual cooperation and coordination, while looking for a wide range of cooperation in the competition.
Basic theory of traditional resources
Resource based theory follows Potter's "atomic" strategic logic of competition, but contrary to Potter's research perspective, their perspective from the analysis of the external industrial structure and the internal structure of resources. Resource based theory is based on Penrose's theory of enterprise growth, through the efforts of scholars such as Wenerfelt and Barney. Different from the theory of competitive advantage, the enterprise resource theory for enterprise sustainable competitive advantage from the enterprise internal source based on that enterprise can not imitate and difficult to transfer the heterogeneity of resources is the foundation for enterprises to obtain economic rents, with excellent strategic resources of enterprises will obtain a sustainable competitive advantage in the market. Resource based theory has been criticized by theorists. Williamson (1997) considers that the key resources and core competence are almost synonymous with the competitive advantage of enterprises".
Teece (1997) also pointed out that not only the resource-based theory, core competence may become rigid or core competence trap, and "enterprises to establish specialized resources also established a core rigidity enterprise to use the specialized resources to improve resource efficiency and lose the flexibility of enterprises". The dilemma of resource based theory is caused by his strategic atomism.
This kind of thinking is mainly reflected in: the environment is independent of enterprises and the existence of the total industry wealth is unchangeable, the competition has become synonymous with the strategy of the enterprise; two is in their view, business contact with the outside world, especially between the enterprise and enterprise relation is just a pure market link, this link is not influence of enterprise behavior, enterprise behavior is the "low embedding" (Granovetter, 1985), in this case the enterprise decision-making tasks are either on the market structure choice, or is not considered business contact with the outside world; three is the enterprise behavior highly personalized is not only reflected in the resources of obvious, in fact the location theory should also be out of the ordinary, which obviously neglected the enterprise itself as a social construction by social structure power constraints (Zhou Xiaohu , 2006).
Two, the relationship network and the expansion of resource based theory
In view of the theory of enterprise organization, with the view of open system, the most important thing is the social network (Gra-novetter, 1985). They emphasize that corporate economic behavior, like other social behaviors, is not isolated, but deeply embedded in the social network. In this view, the structure of industrial structure depends not only on the industrial economy, but also depends on the network structure of enterprises in the industry; heterogeneous resources of enterprises or enterprises active internal selection results, but as the organisms like environment results in the enterprise, only with the external environment, the resources and the ability to survive down. The enterprise network is an important condition for enterprises to use and control of resources, through the enterprise relationship network operation, the cyber source can be utilized for the enterprise, and the characteristics of these resources is the source of enterprise sustained competitive advantage, it is also the source of business success.
Marshall (1920) pointed out that the competition and cooperation between enterprises will have a systematic effect (systematic effects), to help enterprises obtain the ability to grow, but the new classical economics assumes that market transactions are conducted on condition of anonymity, this system is easy to be ignored. Foss (1999) believes that the Marshall effect refers to the system is made up of resource based view can not fully reveal the source of competitive advantage in enterprise network is insufficient, and the system effect is defined as the network capacity (network capabilities); Dyer and Singh (1998) pointed out that the specific connections between enterprises is a key resource of competitive advantage and the key resources of enterprises may be across enterprise boundaries and embedded in the process of practice between enterprises. Gulat (i1999) between enterprises as a contact arranged in a crisscross pattern can not imitate the resources, clearly defined as cyber source, and that includes the network structure, network resources, resource membership relationship chain form resources and network management ability resources. Wu love (2005) reveals the difference in understanding the resource-based theory and network theory of resources, that corporate social cognitive resources and other external resources and intangible resources are not included in the analysis framework of the resource based theory, and they affect the behavior of enterprises and performance. Guo Jinguang (2003) also believes that the enterprise resources to have or can be defined as the control standard, will be ignored some cannot be easily controlled by enterprise resources, such as social cognitive resources of enterprises and other external resources; similarly, if the input as the standard, some put out after reproduction the value of intangible resources may be ignored. Therefore, it is desirable to have a broader meaning of resources as a result of the effect that all matters that can potentially or actually affect the creation of an enterprise's value should be treated as a resource. Rindova and Fombru (1999) also emphasized the importance of human interpretation (humaninterpretations) on the growth of the enterprise resources, the resources in the areas is greater than the resource based view of enterprise resources owned or controlled by. In the long run, it is the intangible assets rather than tangible physical assets that determine the competitive advantage of enterprises. Rindova and Fombru (1999) propose an analytical framework for extended resource base theory (Figure 1).
1
Rindova and Fombru (1999) will be the source of competitive advantage from the four dimensions of market, resources and macro culture and micro culture were divided, 1 Figure - the upper half is the traditional resource based theory and industrial structure theory emphasizes the traditional "resources", the lower half part considers the effect of social cognitive factors on enterprise competition the advantages of the individual, groups of business interpretation. Of course, the competitive advantage will depend on the external social cognition in the field of industry and the response to the competitive conditions. In fact, the human interpretation of the level of influence of the competitive advantage of resources is different from the traditional resources to be extended out of the "new resources", is a vision of economic sociology resource type (Guo Jinguang, high static beauty, 2003). Although they have been objective, they are not included in the formal framework of resource research. Compared with the traditional resources, which can be called "cyber source", these resources is the long-term relationship between enterprise and other market subject of network interactions, is the ultimate embodiment of enterprise inside and outside the network of social relations mutually embedded.
Three, enterprise growth and resource requirements
Enterprises with different life cycles have different characteristics and strategies, and the number and types of resources needed to maximize long-term profitability are not the same. In the start-up period, regardless of the strength of the enterprise, they are focused on the development of unique enterprise competitiveness and the establishment of the business model associated with it. At this time, enterprises with good market opportunities, have basic resources needed to maintain the operation, at the same time, capital, technology and talent resources are scarce and face a great risk, demand for resources is very urgent. Hatsubasa Mitoyo's business by seeking resources to establish unique corporate competitiveness, if the enterprise has obtained the development of enterprise competitiveness unique resources needed, it will have a strong competitive position; if it fails, can only choose to exit the market. After the fierce competition, the enterprise realizes the qualitative leap into the growth period, and the cash flow and the business activities reach a certain degree of stability. At this point, the enterprise is facing the task of consolidating their position, the company is trying to consolidate the existing market niche in the expansion of the market growth.
Enterprises must invest heavily in order to keep up with the growth of the market, looking for additional resources to develop new technologies and capabilities is the main task of the enterprise. According to the understanding of Daf (t1983), resources are the factors that are controlled by the enterprise and can be used to develop and implement strategies to improve efficiency and effectiveness (He Xiaogang, 2002). It can be said that all the things that can create value for the enterprise are the resources of the enterprise (capital). The so-called capital, is in the process of economic operation can bring surplus value or create new value of all value entity and value symbol. With the economic capital (including human capital and material capital) corresponding to Bourdieu (1985) in the study of sociology "papers" published an article entitled "social capital" in the essay formally proposed the concept of "social capital". In addition to material capital and human capital, economic activities have social resources can also be used as a factor of production into the production field, as well as other types of capital, social capital, play an important role in the economic life in reality.
The enterprise needs resource growth, and between enterprises or enterprises and other external organizations is resource dependent, are connected through a variety of characteristics of the relationship between it and other actors in the network, different forms of resources through the connection between the organization and the individual in the network flow, this connection is like "the baby's umbilical cord, provide" nutrient "-- resource for the development of the organization and the individual (Yao Xiaotao, 2005). In the aspect of obtaining complementary assets, the existence of enterprise relationship network provides a more effective and flexible way for organizations to acquire complementary assets. In theory, it is an important way for the organization to create value to obtain synergy between resources. Because of the limitation of the enterprise resource base, the enterprise and the enterprise often obtain the common value creation through the cooperation or alliance form. Trust, reciprocity and understanding in the relationship network will improve the recognition and utilization efficiency of the complementary assets that exist outside the enterprise.
Enterprise cyber source is a kind of resource in the same important position and material resources owned by the enterprise, is to contact or controlled by the social network of the enterprise, can accelerate the goal must have actual or potential, visible or invisible resource collection. The relationship between network theory of enterprise external network connection between the body to make a certain degree of abstraction, unlike the other emphasizes the theoretical paradigm of network structure, network theory emphasizes the role of the network relationship in terms of access control and external resources, which can determine the relationship of network resources is the key mechanism of network influence enterprise internationalization behavior. At the same time, the internal resources and external relations network in the enterprise growth process is not independent of each other, but there is a significant interaction.
Granovetter (1985) holds that as a kind of network structure between enterprises, the organization form of subcontracting can make the two sides know each other's information as much as possible, establish the trust mechanism, and weaken the trade conflicts. The mutual infiltration between the market and the enterprise produces the network organization form of the complex and diverse institutional arrangement. The influence of enterprise network on the quantity and quality of information is an important source of reward and punishment. It not only emphasizes the degree of enterprise's possession of resources, but also pays attention to the ability of acquiring resources.
Four, relationship network evolution and enterprise growth
With the continuous growth of the enterprise and the change of the demand of the resources, the enterprise network also evolves, and the development of the resources is also evolving. The enterprise is facing three problems in obtaining resources: one is that resource visibility, enterprises can get the required resources in what place; two is a way to obtain resources, ability and enterprise resources; three is the uncertainty, such as enterprise task uncertainty, demand uncertainty and technology, increase the difficulty and cost of search resources (Huang Jiangzhen and Dong Junwu, 2002). Therefore, between different enterprises leads to the division of labor between the objective and the ability of complementary activities and resource dependence, the key way of survival and development of the resources required for enterprise network, play an important role in the different stages of the life cycle, along with the different stages of the life cycle of enterprise resource needs evolve.
Figure 2 enterprise resource requirements and network evolution analysis
When the enterprise is established in accordance with the law, it enters the start-up period, and its strategic goal is to survive in the fierce competition, the demand for economic capital is more urgent. However, due to the high degree of uncertainty in the initial stage of the enterprise, mainly rely on the establishment of personal identity on the basis of the enterprise network access to resources. When the enterprise in the fierce competition in the preliminary footing, economic strength has been enhanced, operating activities reached a certain degree of stability, enterprises to enter the growth stage, the strategic goal of development is how to get better, in addition to the economic capital demand, the development of enterprises depends on the accumulation of social capital and enterprise learning ability. In the early stage of the small and medium-sized enterprise network is an embedded node, node link between dependent dense and highly cohesive network path network; the growth of small and medium-sized enterprise computing network is a hybrid node based, Inter Organizational association has been strengthened, tend to have the management consciousness of the network (Huang Jiangzhen, Dong Junwu, 2002).
Geoffrey Moore (1991) pointed out that in order to cross the fault, companies must always create new business competitiveness: the need to accumulate new resources and capabilities to establish and maintain a competitive advantage. A social network in the structure is not evenly distributed, some areas in some areas of dense, sparse, dense areas more accessible resources, but resources and higher reproducibility and lack of diversity, relatively few resources for sparse areas, but more varieties of resources, and even provide no dealings together dense zone opportunities, transfer various resources. In the start-up period, among dense network easier access to resources to grow up, but with the development of enterprises, weak relations sometimes play a more important role than the strong relationship, if managers still remain in the original to personal identity based enterprise network, it will lose the opportunity, in the long transition period. Resources bring unnecessary friction and lack of development could not even survive. So the small and medium-sized enterprises should insight into the changes in the internal and external environment and resource demand enterprises to actively take the initiative to change, enterprise network transition smoothly through the start-up period, the transition period, across the fault, realize the healthy growth and development.